May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.New Management Competencies Managers do more with less engage hearts and min
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Chapter 1 Innovative Management for a
Changing World
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Innovative Management for
the New Workplace
Rapid environmental shifts:
Technology
Globalization
Shifting social values
In the new workplace, work is free-flowing and
flexible
Success depends on innovation and continuous improvement
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New Management Competencies
Managers
do more with less
engage hearts and minds
see change as natural
inspire vision and cultural values
allow people to create a collaborative workplace
allow people to create a productive workplace
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Management Competencies
for Today’s World
Management is the attainment of organizational goals in an effective
and efficient manner through planning, organizing, leading, and
controlling organizational resources
Today’s effective manager is an enabler who helps people do and be
their best.
Today’s best managers are “future-facing.”
Managers employ an empowering leadership style.
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1.1 State-of-the-art Management
I
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1.2 What Do Managers Do?
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1.3 The Process of Management
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Organizational efficiency: Refers to the amount of resources used to
achieve an organizational goal
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Management Skills
Three categories of skills: conceptual, human, technical
The degree of the skills may vary but all managers must possess the
skills
The application of management skills change as managers move up the
hierarchy
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1.4 Relationship of
Skills to Management
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1.5 Good Behaviors for Managers
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When Skills Fail
Missteps and unethical behavior have been in the news
During turbulent times, managers must apply their skills
Common management failures:
Not listening to customers
Unable to motivate employees
Not building teams
Inability to create cooperation
Failure to clarify performance expectations
Poor communication and interpersonal skills
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1.6 Top Causes of
Manager Failure
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Management Types: Vertical
Top managers: Responsible for the entire organization
Middle managers: Responsible for business units
Project managers: Responsible for misinterpreting signals
First-line managers: Responsible for production of goods and services
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1.7 Management Levels
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Management Types: Horizontal
Functional managers: Responsible for departments that perform
specific tasks
General managers: Responsible for several departments
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Making the Leap: Becoming
a New Manager
Organizations often promote star performers to management
Becoming a manager is a transformation
Move from being a doer to a coordinator
Many new managers expect more freedom to make changes
Successful managers build teams and networks
Many make the transformation in a “trial by fire”
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1.8 Making the Leap from Individual Performer to
Manager
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Do You Really Want
to Be a Manager?
The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
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Manager Activities
Adventures in multitasking
Activity characterized by variety, fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
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Manager Roles
Role: Set expectations for a manager’s behavior
Every role undertaken by a manager accomplishes the functions of:
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1.9 Ten Manager Roles
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Manager Roles
Manager roles are important to understand but they are not discrete
activities
Management cannot be practiced as independent parts
Managers need time to plan and think
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1.10 Hierarchical Levels and
Importance of Leader and Liaison Roles
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Managing in Small Business and Nonprofit
Organizations
Small businesses are growing
Inadequate management skills is a threat
The roles for small business managers differ
Entrepreneurs must promote the business
Nonprofits need management talent
Apply the four functions of management to make social impact
More focus on keeping costs low
Need to measure intangibles like “improving public health”
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